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Don't waste time trying to put in what was left out. Try to draw out what was left in.

Marcus Buckingham

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Marcus Buckingham
Age: 58
Born: 1966
Born: January 11
Author
Motivational Speaker
Writer
Radlett
Hertfordshire
Marcus Wilfrid Buckingham
Draw
Draws
Waste
Culture
Left
Trying
Time

More quotes by Marcus Buckingham

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The fact remains that we have an obligation to discover what we really, really, really want to do (which is probably what we do best) and then do it even better... much better.
Marcus Buckingham
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In most cases, no matter what it is, if you measure it and reward it, people will try to excel at it
Marcus Buckingham
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Too many companies waste time trying to eliminate their employees' weaknesses when, in fact, they should concentrate on developing their strengths.
Marcus Buckingham
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In the minds of great managers, consistent poor performance is not primarily a matter of weakness, stupidity, disobedience, or disrespect. It is a matter of miscasting.
Marcus Buckingham
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I need to reach out to people who work for small to mid-sized companies, and help them identify and apply their strengths at work.
Marcus Buckingham
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The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.
Marcus Buckingham
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You will excel only by maximizing your strengths, never by fixing your weaknesses.
Marcus Buckingham
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I think a good business book has one coherent idea that is richly played out.
Marcus Buckingham
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It's a special person - and personality - who can lead a start-up to soaring success and sustain that success for the long term. Apple co-founder Steve Jobs and Facebook's Mark Zuckerberg are star examples.
Marcus Buckingham
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American culture is CEO obsessed. We celebrate the hard-charging heroes and mythologize the iconoclastic visionaries. Those people are important.
Marcus Buckingham
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The corporate world is appallingly bad at capitalizing on the strengths of its people.
Marcus Buckingham
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Define excellence vividly, quantitatively. Paint a picture for your most talented employees of what excellence looks like. Keep everyone pushing and pushing toward the right-hand edge of the bell curve.
Marcus Buckingham
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We dream of having a clean house - but who dreams of actually doing the cleaning? We don't have to dream about doing the work, because doing the work is always within our grasp the dream, in this sense, is to attain the goal without the work.
Marcus Buckingham
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Innovation and best practices can be sown throughout an organization - but only when they fall on fertile ground.
Marcus Buckingham
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Managers are, and should be, totally responsible for recognizing individual strengths (both natural talents and skills), getting those strengths in proper alignment (i.e. in the right seats), and then leveraging them.
Marcus Buckingham
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We all want the chance to express the very best of ourselves and to be challenged to keep reaching for more. Our time at work affords us this chance - not the only chance, to be sure, but, given that we're there forty or fifty hours a week, it's one of the best.
Marcus Buckingham
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Always work hard. Intensity clarifies. It creates not only momentum, but also the pressure you need to feel either friction, or fulfillment.
Marcus Buckingham
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CEOs the world over are fond of pointing to their workforce and saying Our people are our greatest asset. And yet today, only two out of ten people think their assets are being well used at work.
Marcus Buckingham
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Sustained success means making the greatest possible impact over the longest period of time
Marcus Buckingham
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CEOs hate variance. It's the enemy. Variance in customer service is bad. Variance in quality is bad. CEOs love processes that are standardized, routinized, predictable. Stamping out variance makes a complex job a bit less complex.
Marcus Buckingham